A STUDY ON IMPACT OF ROLE AMBIGUITY AND JOB STRESS ON INTENTION TO QUIT AMONG EMPLOYEES IN BANGALORE
Dissertation submitted in partial fulfilment of the requirements for the award of the degree of
POST GRADUATE DIPLOMA IN MANAGEMENT
Approved by
ALL INDIA COUNCIL FOR TECHNICAL EDUCATION (AICTE)
By
Catherine S
Reg No. 15MG30203
Under the guidance of
Dr. Geeta
Asst. Professor
School of Management
KRISTU JAYANTI COLLEGE, AUTONOMOUS
Bengaluru – 560077
SCHOOL OF MANAGEMENT
CERTIFICATE OF ORIGINALITY
This is to certify that the report titled “Organizational Study” is an original carried out by Catherine S , Reg. No. 15MG30203 is being submitted in partial fulfillment of the award of the Master 's
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Specifically, a person has a need to know others ' expectations of the rights, duties, and responsibilities of the role, the behaviours that will lead to fulfilment of these expectations, and the likely consequences of these role behaviours. Role ambiguity results when these three types of information are non‐existent or inadequately communicated. Organizational factors (e.g., rapidly changing organizational structures, job feedback systems) and individual factors (e.g., information processing biases) may cause role ambiguity. Consequences of role ambiguity may include tension, job dissatisfaction, and turnover. It is useful to distinguish objective role ambiguity from the subjective role ambiguity experienced by the person in the role. A job description is an example of a formal organizational mechanism that may alleviate role ambiguity. Kahn et al. (1964) were the first to extensively develop these elements of role ambiguity within an organizational context. Research indicates that role ambiguity is positively correlated with both anxiety and propensity to leave (the role) and negatively correlated with several factors such as organizational commitment, employee involvement, and job